Cultural change has also been stated as development and transformation of organization. Irrespective of the kind of change that has to be adopted by an organization, several problems are faced by the management in bringing the change. Severe consequences can faced due to cultural change considering the impacts on organizational performance and interests of employees. Therefore, it is important to follow a specific theory for bringing change in organizational culture (Lines 2004). Apple can adopt Lewin’s “Force Theory of Change”.
On the basis of observations made by Lewin with regards to real world organizational culture, three step process has been proposed in order to bring the in a successful manner. These three steps refer to unfreezing, moving, and freezing. The step of unfreezing begins from creating an understanding of member with regards to crisis or vision of organization that motivated the management to bring change. This particular process also goes through three stages.
The first stage includes gathering of information that indicates the present condition of organizational culture is not ideal (Lines 2004). The second stage moves to relating the information that has been gathered with relevant goals and objectives of the respective organization. This stage helps in eliciting the anxious feelings of members. In the final stage of this particular step, solution has to be provided that will help in the reduction of insecurity amongst members and make them resistant towards the change.
The next step, which is moving, involves initiation of specific actions for transformation of organizational culture to what is expected and has been planned. This step is highly complicated in nature as it includes, setting of goals, seeking of support, finding appropriate resources, followed by planning and execution (Nutt 2002). There are two forms of this particular step. These forms are orientation of problem solving, and orientation of vision. The organization has an option for adapting one of these forms as per the particular situation of the organization.